Training & Development


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Complete Module on Training & Development

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Training & Development

  1. 1. Module 3 Corporate Restructuring – Human Dimensions Training & Development By :Varsha Desai (Faculty) IMSR College Hubli
  2. 2. Introduction Training and development play an important role in the effectiveness of organizations and to the experiences of people in work. Training has implications for productivity, health and safety at work and personal development. All organizations employing people need to train and develop their staff so that they can develop day by day.
  3. 3. Objectives of training and development  Meet organization needs.  Meet individual needs.  Improve productivity satisfaction
  4. 4. WHAT IS TRAINING Training is the immediate improvement required to employees i.e. Skills and Knowledge to perform their task in the organization. Training is defined as any attempt to improve employee performance on a currently held job. This usually means changes in specific knowledge, skills, attitude or behaviors.
  5. 5. WHY1. To improve the skills and knowledge of the employees to perform the assigned task. WHEN – 1. New Hires 2. Change of Job (Job Rotation, Promotion) 3. Change to Job (New Technologies) 4. Performance Deficiencies detected Example: • HCL Tech.
  6. 6. WHAT IS DEVELOPMENT Development is a process of preparing employees for future position and improves their personal skills to handle the critical situations in an organization. WHYTo assist employee to sharpen their personal skills to handle the crucial situations in organization. Examples: Canara HSBC Oriental Bank of Commerce Life Insurance Company Ltd. 1. 2. 3. 4. Hindustan Unilever Ltd. Accenture India Services Pvt. Ltd. ( Consulting Capability Development ) Accenture India Services Pvt. Ltd. ( IDC Capability Development ) InterGlobe Enterprises Ltd.
  7. 7. What Does Training Include? There are three elements of training – 1. Purpose 2. Place 3. Time.
  8. 8. Difference between Training and Development Training Development Short-term focus/Task Oriented Long-term focus/Skills oriented Group based (more often than not) Individually based Focuses on the “today” needs Leads to the “tomorrow” results
  9. 9. Special Training Programs 1. 2. 3. 4. 5. 6. 7. 8. Employee Orientation Program Training for teams Information-Technology training Diversity Awareness training Creativity training Training for International assignments Skills Needed by International Assignees Training Techniques
  10. 10. Training Design Process Conducting Needs Assessment Ensuring Employees’ Readiness for Training Developing an Evaluation Plan Ensuring Transfer of Training Select Training Method Monitor and Evaluate the Program Creating a Learning Environment
  11. 11. 1. Conducting Need Assessment A needs assessment is a systematic process for determining and addressing needs, or "gaps" between current conditions and desired conditions or "wants". There are three levels of a training needs assessment: • Organizational assessment • Occupational assessment • Individual assessment Tools to do Need Assessment • Observation • Interviews • Questionnaires • The Difficulty Analysis • Problem Solving Conference
  12. 12. 2)Ensuring Employees Readiness for Training • Are Employees ready for the training? • Motivating employees • Building self-confidence • Believe in them 3) Creating a learning Environment Awareness about the Objectives, Opportunities & Feedback
  13. 13. 4) Ensure Transfer of Training There are three types of transfer of training: • Positive Transfer This is when prior learning or training facilitates acquiring a new skill or reaching the solution to a new problem. In this situation the individual performs better than he would have without the prior training. • Negative Transfer This is when prior learning or training hinders acquiring a new skill or reaching the solution to a new problem. In this situation the individual performs worse than that he would have had he not been exposed to the prior training • Zero Transfer In this situation, past experience or training neither enhances nor hinders acquiring a new skill or reaching the solution of a new problem.
  14. 14. 5) Select Training method 1. COGNITIVE METHODS 2. BEHAVIORAL METHODS 6) Monitor & Evaluate the Program 1. 2. 3. 4. Determine if program met objectives Determine trainee’s reaction to program Content and administration Determine benefits / costs of program 5. Help select the best program
  15. 15. Reasons for Training New Program Turnover Reasons for Training Employee Promotion Cost Control
  16. 16. Methods of Training 1. COGNITIVE METHODS 2. BEHAVIORAL METHODS
  17. 17. • COGNITIVE METHODS Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts etc. FOCUSES- Changes in knowledge and attitude by learning. • Methods that come under Cognitive approach 1. 2. 3. 4. LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED TRAINING (CBT)
  18. 18. LECTURES • This method is used to create understanding of a topic or to influence behaviour, attitudes through lecture. • A lecture can be in printed or oral form. • Lecture is given to enhance the knowledge of listener or to give him/her the theoretical aspect of a topic. • It is difficult to imagine training without lecture format. • There are some variations in Lecture method. The variation here means that some forms of lectures are interactive while some are not. • Demonstration. • This method is a visual display of how something works.
  19. 19. Discussion method • This method uses a lecturer to provide the learners with context that is supported, elaborated, explains, or expanded on through interactions both among the trainees and between the trainer and the trainees. Discussion method is a two-way flow of communication • knowledge in the form of lecture is communicated to trainees • Then understanding is conveyed back by trainees to trainer.
  20. 20. Computer Based training • Providing training to employees through Intranet or Internet. • (CBT does not require face-to-face interaction with a human trainer)
  21. 21. Behavioral Method • Behavioural methods are more of giving practical training to the trainees • The various methods in this allows the trainee to behaviour in a real fashion • These methods are best used for skill development
  22. 22. Methods that come under Behavioural approach
  23. 23. GAMES AND SIMULTATIONS • Game is defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules. • Simulation is creating computer versions of real-life games. • (It is about imitating or making judgment or looking at how events might occur in a real situation.)
  24. 24. Business games • These are based on the set of rules, procedures, plans, relationships, principles derived from the research. • In business games, trainees are given some information that describes a particular situation and are then asked to make decisions that will best suit in the favour of the company.
  25. 25. Role plays • Role play is a simulation in which each participant is given a role to play. • Information is given to Trainees related to: • Description of the role • Concerns • Objectives • Responsibilities • Emotions, etc. • Then, a general description of the situation, and the problem that each one of them faces, is given. Example, • Situation could be strike in factory, • Managing conflict between two parties • Scheduling vacation days, etc.
  26. 26. In basket techniques • In this technique, trainee is given some information about the role to be played such as, description, responsibilities, general context about the role. • The trainee is then given the log of materials that make up the in-basket and asked to respond to materials within a particular time period. • After all the trainees complete in-basket, a discussion with the trainer takes place.
  27. 27. Equipment simulators can be used in giving training to: • Taxi Drivers • Telephone Operators • Maintenance Workers • Product Development Engineers CASE STUDY • The trainee is given with some written material, and the some complex situations of a real or imaginary organization.
  28. 28. Two parts of development • ON THE JOB TRAINING • OFF THE JOB TRAINING
  29. 29. • ON JOB TRAINING The development of a manager’s abilities can take place on the job. The four techniques for on-the job development are: • • • • COACHING MENTORING JOB ROTATION JOB INSTRUCTION TECHNIQUE (JIT)
  30. 30. COACHING • Coaching is one of the training methods, which is considered as a corrective method for inadequate performance. • Coaching is the best training plan • It is one-to-one interaction • It can be done on phone, meetings, through mails, chat etc. MENTORING • Mentoring is an ongoing relationship that is developed between a senior and junior employee. • (Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee) Job Rotation • This approach allows the manger to operate in diverse roles and understand the different issues that crop up. • It is the process of preparing employees at a lower level to replace someone at the next higher level. Job Instruction Technique (JIT) • Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.
  31. 31. OFF THE JOB TRAINING – • There are many management development techniques that an employee can take in off the job. The few popular methods are: • SENSITIVITY TRAINING • TRANSACTIONAL ANALYSIS • STRAIGHT LECTURES/ LECTURES
  32. 32. Sensitivity Training • Sensitivity training is about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity and behavioural flexibility. Transactional Analysis • Transactional Analysis provides trainees with a realistic and useful method for Analysing and understanding the behaviour of others. • In every social interaction, there is a motivation provided by one person and a reaction to that motivation given by another person. This motivation-reaction relationship between two persons is a transaction. Lecture – A Method of Training • Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. • Training is basically incomplete without lecture
  33. 33. • Employee Obsoleteness & Multy-skilling
  34. 34. Thank you ..!!